132
Change Transformation [email protected]

Change Transformation - SIG

  • Upload
    others

  • View
    5

  • Download
    0

Embed Size (px)

Citation preview

PowerPoint PresentationChange Transformation
K e n n e t h . S u l l i v a n @ a s u . e d u
Simplar
• Integrated with all parties (owners & vendors)
• Provide tools & hands-on support: • Organizational Transformation • Procurement & Sourcing • Risk-based Partnering & Contracting • Project & Risk Management • Performance Measurements
Simplar • Becoming a Client of Choice
• Becoming a Performance-Based Contractor
Information Technology Networking Data centers Hardware COTS software ERP systems
Help desk services eProcurement
custodial conveyance pest control
Health Insurance/ Medical Services
Renovation Repair Maintenance Roofing Specialty Demolition Development
DBB CMAR DB IDIQ JOC Low Bid IPD
20+ Years | 150+ Owners
dining multi-media rights fitness equipment online education document management property management audiovisual communications systems emergency response systems laundry
retirement fund material recycling bookstores furniture
• Telecom System - Wire Telephony, Data Network, Video Conferencing & End User Support ($35M)
• System Integrator for Generation Enterprise Asset Management ($25M+)
• Telecom Management Solution ($1.5M)
• ERP private sector org ($4M+)
• Human Resources Management System (HCMS) ($4M+)
• GIS-Based Asset and Work Management Software and Implementation Services ($600k)
• DMV Legacy System Replacement ($25M)
• Campus Network ($52M)
• Radio System Upgrade ($1.5M)
• Electronic Call Monitoring System & Call Center Replacement
• PCB Tracking & Condition Assessment System ($1M+)
Recent IT (software/hardware) Projects • System Integrator for ERP ($75M+)
• Snow Plow Mobile Data Collection ($2M)
• Housing Management System ($200k)
• IT Monitoring Solution ($100k)
• Wireless Network – Residences ($400k)
• Asset Management System ($300k)
• Recreation Management System ($600k)
• Enterprise Document Records & Mgmt System
• Demand-Side Management Software ($1.5M+)
• Building Analytics Software ($1.5M+)
• Organizational Change Management for Software Adoption (multiple)
• Dining (Multiple) ($150k - $1.2B)
• Retirement Fund Management ($248M)
• Recycling & Waste Management ($900k)
Current/Recent Services Projects • Peoplesoft HR, Financial, etc. (approx. $850k per system) • Security System IT ($5M) • Library System Master Plan ($400k) • Gym Equipment ($250k) • Sports Marketing ($80M) • Furniture ($50K-$20M) • Construction Services Program ($50K - $30M) • Parking Management System (Tech & IT) ($2M) • Elevator Maintenance ($1.5M) • Snow Removal ($400K) • Transportation Services (Athletics) ($300k) • Linen, Moving, IT Consultants, Finance Controls, Master
Planning, Renovations, Pcard System, etc.
Current/Recent Public Projects • $250M Hazardous Waste Removal
• $100M Office Building
• $400M+ Groundwater Treatment
• $900M Smart Grid/Meter Replacement (1.5M Electric/700 Water)
• $3.1M Design for $60M Turbine Replacement
• $400K Design + $2.5M Solar Microgrid
• $3M Automated Metering OCM
• $1.5M Hydro-Generating Station Re-Licensing
• $1.2M COR Program/Audit
• $5M Environmental Site Rehabilitation
• $1.2M Annual Audit Consultant
• $10M+ City-wide Parks Program
• $600k Remedial Investigation (Marina)
• $20M Residence Hall (Design-Build)
Industry Problems?
• The US Office of Management and Budget identified that out of 413 projects completed in 2008, 352 projects (85%) were classified as poorly planned (totaling $20.4 billion).
• The ‘Chaos Reports’ collects case information on IT failures, has studied over 70,000 projects in 15 years:
IT Industry (Standish Group, Eveleens and Verhoef, 2010) (Standish Group 2015) (Powner, 2008)
• The US Office of Management and Budget identified that out of 413 projects completed in 2008, 352 projects (85%) were classified as poorly planned (totaling $20.4 billion).
• The ‘Chaos Reports’ collects case information on IT failures, has studied over 70,000 projects in 15 years:
• 28% Projects are Successful • 46% Projects are Unsuccessful • 26% Projects Completely Failed / Cancelled
IT Industry (Standish Group, Eveleens and Verhoef, 2010) (Powner, 2008)
• In a study conducted with 593 business and IT professionals: • 80% admit they spend at least half their time on rework, which is the result of
unclear objectives, confusion of roles and responsibilities, and lack of stakeholder involvement.
• 75% of respondents believed that their IT projects are either always or usually “doomed” from the start
• 78% feel that team is ‘out-of-sync’ when it comes to project objectives • 61% of the projects take longer than anticipated • 57% of the projects are not considered a success • 55% were confident that they objectives of their IT projects are clear • 38% are confused about their team roles and responsibilities • 31% believe there is a lack of common vision on project success criteria
IT Industry (Geneca, 2011)
• Research conducted on 5,400+ IT projects: • Had a cost overrun of $66 billion • 50% of all large IT projects ($15+ million), massively blow their budgets • Black Swans = Budget overrun of +200% • The average cost overrun is 45% over budget • 56% delivered less value than predicted / expected.
• On projects over $15M:
• Major causes for cost overruns are unclear objectives, lack of focus, and shifting scope
IT Industry (Kappleman, McKeeman, Zhang, 2006) (Bloch, Blumberg, Laartz 2012)
Key Takeaways from Simplar’s Experience • IT is rarely simple or easy • The users/clients often know “who the best is” before prepping the solicitation • Functions are siloed (procurement, PMO, IT, etc.) and procurement is not valued • Best to approach IT from a “cradle-to-grave” perspective as a change adoption
event with team at start (User/Client, IT/PM, Procurement, consultants): 1. Baseline current condition 2. Needs assessment + Desired outcomes/functionality (process changes) 3. Scope development (Statement of Work) 4. Solicitation + Attracting High Performers 5. Risk-Based Partnering and Planning 6. Project Management 7. Change Adoption + Adult Learning (training)
IT Procurement Optimization
• Hire Experts and Leverage their Expertise • Expertise lies within the people • People make the difference • Individuals drive project success • Individuals determine the effectiveness of the delivery • Individuals can properly preplan • Individuals can bring innovation • Non-experts can bring…
Our IT Procurement & Delivery Research…
Vendor 1
Vendor 2
Vendor 3
Vendor 4
Vendor 1 Vendor 2 Vendor 3 Vendor 4
High
Low
that I want”
that you will get”
High
Low
Maximum
LowWhich of these teams brings your project the most risk?
Proven Solution To Increase Odds of Success On ANY Project:
Hire & Work w/ Experts (High Performing Individuals & Teams That
Actually Know How To Create Value & Mitigate Risk)
This Is Not As Simple As It Sounds
There Is A Fundamental Problem With Our
Traditional Approach To Procurement
What we have seen…
Vendor
What we have seen…
“The Greatest Risk we always face is how to accomplish all the things
that our company promised we could do.”
Clients, or Buyers of IT, are in competition with each other
for the same limited pool of skilled personnel
Key Question: What kind of Client does a Good Vendor
want to send its Best People to work for?
• Work to make yourself more attractive • improve vendors perceptions of you
• Vendors want to work for you over other owners
• Vendors send you their best teams
• Vendors spend the time to put together an accurate proposal
• Your personnel know how to behave with experts
Becoming a “Client-of-Choice”
You Can’t Just Trick Vendors Into Believing That You Are A “Good” Client!
Clients must be aware of the impact of Vendor perceptions
Put Yourself Into The Shoes Of The Proposer
• The Owner has a favorite vendor • The Owner always hires the same 3 firms • You really don’t have a fair chance of winning • The Owner is asking you to submit too much • Selection process is confusing and/or not transparent • The Owner does not pay on-time, difficult invoicing • The Owner micro-manages • The Owner will not allow them to be efficient/optimize profit
What impacts would this have if you were a vendor?
Poor Vendor Perception Can Result In…
#1) Don’t propose
#1) Don’t propose #2) Don’t invest in quality proposal
Poor Vendor Perception Can Result In…
#1) Don’t propose #2) Don’t invest in quality proposal #3) Increase price
Poor Vendor Perception Can Result In…
Vendors Have Options!!!
56 Vendor Responses
75% believe the State is not concerned about value
Overall satisfaction with the State: 31%
So how do we attract more high-quality vendors?
In other words… how do we become a
“Client of Choice”?
Collaboration & Synergy
Assessing RFP’s
Assessing RFP’s
40%
Nothing will make you work harder, work longer, and stress more than working with the “wrong person”
RFP Templates
1
2
3
4
5
Scope of Work & Current Conditions What you want to achieve
Proposal Requirements What you want the vendors to submit to be evaluated
Evaluation Procedures
Administrative Requirements
Forms to complete and supplemental info
• Scope of Work Research and Tools, as well as using the RFN
• RFP Database, RFP ScoreCard, Benchmarks, etc.
Other Things
What would an Expert Vendor need (or want) to know?
What will help them provide the client with the best price? What will help them minimize their contingencies? What will prevent them from walking away? What will incentivize them to send their best people?
An “effective” Scope-of-Work:
• Difficult to train on a single project endeavor – not enough time
• Level of knowledge of project various widely across clients and their project teams
• Pressure to release RFP often inhibits spending correct amount of time in scope development
• Biases of project team greatly influence scope development • 70%-90% can guess which competitor helped or is favored
Training Clients on Scope Development
Leverage expertise from the industry to check: • Is our approach feasible? What are realistic options? • What information do vendors need to prepare an accurate proposal with
minimal contingency?
The Client DOES NOT need to know every detail! 1. Define current conditions 2. Define objectives / requirements / Scope 3. Leverage industry feedback
When in Doubt…Issue an RFN!!!
• What is an RFN? • A process to help solidify your scope (and other items) prior to RFP release.
• How does an RFN work? • Release a “draft” Scope/Statement of Work to the vendor community. • Get feedback from across the industry.
• When should we use the RFN process? • Any time you are unsure of your scope. • All projects that require a software integration.
• How long does an RFN take? • 1 week to 1 month. • And can be done in parallel with RFP development.
Request for Needs (RFN)
Focus: Maximize Speed, Maximize Value
XPD E x p e r t i s e - B a s e d P r o j e c t D e l i v e r y
• Alternative approach to traditional procurement and delivery
• Developed across 1000s of real procurements
• Maximizes: Openness, Fairness, Transparency, Value
• Demonstrates “Good Client” behaviors and attracts high-performers
• Can reduce your change order rate by 20%-50%
• Can reduce your delay rate by 40%-60%
• Decrease internal management effort by 40%-70%
• Increase customer satisfaction by 25%+
• Can you put a price on pain, years lost, opportunities?
Working with Experts: XPD’s Impact on Project Performance
• Improved the overall structure to the RFP and procurement process
• 63% Increase in Internal Client Satisfaction with Procurement
• 96% Reduction in Administrative Cost per Project
• Evaluation time can be Reduced by 50-75%
• Highly effective and focused interview & demo process
Measured XPD Impacts on Procurement
• Proposal ($) • Schedule • Past Performance • Execution Methodology • Plan: Risk Assessment • Plan: Value Assessment • Interviews • Demos
Solution Expertise-Based Project Delivery (XPD)
• Clarification • Pre-Planning • Partnering
High Level Overview Details
Solution Expertise-Based Project Delivery (XPD)
• Clarification • Pre-Planning • Partnering
High Level Overview Details
Question:
If Purchasing wants to buy a “green circle”, in which scenario is hiring the right “green circle” easiest to justify?
• The evaluated proposal documents
MUST NOT contain any names that can be used to identify who the Proposer is.
Including: company names, personnel names, project names, or product names
Critical Formatting Requirements
why it’s a risk? proposed solution(s) potential impact(s)
response plan
previous expertise
2 pages each (+ 1pg schedule) = 9 pages total Use the BLIND templates Anonymous
2-Page Limit
Detailed Requirements Response
Purchasing / Buyer
• No notes, handouts, presentation material
• Interview 2-4 key personnel (primary and secondary) • Project Lead & Integration Lead • Project Manager & Technical Lead • Lead Designer, Data Lead, etc.
75
• 20-30 Minutes per person
76
Interview Format • The individuals cannot bring any notes or handouts.
• Interview times will be approximately 20 minutes per individual
• A standard set of questions will be asked to each individual. The client has the option to clarify any responses.
• Questions will be non-technical
Sample Questions • Describe what differentiates you from your competition (e.g.
other Project Managers)? • Why were you selected • What specifically sets you apart from other PMs, unique characteristics, attributes, etc.? • Why should we pick you over other PMs? • How many similar projects have you completed and what are the final results of those projects?
• What specifically sets this team apart from other teams? • How many projects have you all worked on together as a team?
Interview Comments Goal Is To Minimize Risk
“I have no idea why I am here today”…“My boss called me last night and told me to show up for this interview” - $10 Million Project
“I did not participate at all in preparing our proposal” - $3 Million Project
“I am not currently employed by this company, but if we win this project, they will then hire me” - $25 Million Project
“I have never managed a project of this size/scope” - $30 Million Project
“There is no risk on this project” - $5 Million Project
“The greatest risk that I always face, is how to accomplish all of the things that our sales team promised we could do” – $5 Million Project
78
79
• Identify areas of greatest risk/concern
• What is the plan for those
• Anything that you need from us
Percent of Projects Where The Highest Ranked
(Going into the Interviews)
19%
• Traditional Challenges = Marketing approach
• Recommended Approach: • High level demonstration (followed by detailed demonstration at later stage)
• 30-45 minute demo • An end user will be asked to demo (not the vendor) • Demonstrate basic product or system, or similar system
81
• Best Value Results:
• Highest Interview • Highest Proposal • Best Past Performance • 28% Below Average Cost
CRITERIA WEIGHT FIRM 1 FIRM 2 FIRM 3 FIRM 4 FIRM 5 FIRM 6 FIRM 7 FIRM 8
Cost 25% 25.0 18.5 18.2 11.7 18.5 20.1 21.0 17.2
Proposal 40% 35.6 35.6 35.2 33.8 27.0 26.5 20.4 25.4
Past Performance 5% 5.0 4.9 3.0 4.9 4.8 2.6 4.7 2.6
Interviews 30% 30.0 22.2 9.4 0.0 0.0 0.0 0.0 0.0
TOTAL POINTS (100) 96 81 66 50 50 49 46 45
Sheet1
CRITERIA
WEIGHT
1Cost2525.018.518.211.718.520.121.017.2
XPD Expertise-Driven Procurement
• Clarification • Pre-Planning • Partnering
Risk-Based PartneringSELECTION Contract
Do Clients Enjoy Surprises?
• Project is completed LATE • Project has cost INCREASES • Project does not meet EXPECTATIONS
FOCUS ON CRISPs: • Concerns • Risks • Issues • Suspicions • Problems
How Can We Minimize Surprises
• Cost Verification • Detailed Preplan • Client Schedule • Align Expectations • Critical Documentation • Risk Mitigation Plan • Negotiate Contract
What About All Other Documents? 1. Organizational chart 2. Safety plan 3. Financial ability to perform the project. 4. Provide bonding capacity, Dun and Bradstreet ratings, etc. 5. Describe the company’s recent experience with (similar) projects 6. Describe your firms experience with Building Information Modeling (BIM). 7. Describe the depth of resources of the company 8. Management approach to this project. 9. Description of roles and responsibilities of the key individuals 10. Provide anticipated utilization rates 11. Describe your methodology for establishing and managing a GMP. 12. How would you keep the team abreast of actual costs versus estimated? 13. Describe your approach to ensure competitive pricing 14. Do you have experience converting GMP’s to lump sum? 15. What are your goals and approach to control costs and enhance value? 16. Describe how your company plans to measure and track the productivity 17. Propose an incentive program for your company’s efforts to increase productivity/efficiencies 18. Describe any specific recommendations for prefabrication or modularization.
Risk-Based Partnering Requirements
Big Ticket Items/Deal Breakers
Verify Cost / Financial Info
Review Interview Statements
Project Schedule
sh
Objective of Risk-Based Partnering • The Vendor is NOT expected to conduct project work.
• But the Vendor IS EXPECTED to clarify HOW they will conduct the project work.
• All activities will occur in parallel with legal review of the contract and T&Cs
• Most expert vendors say the RBP phase is similar to their normal approach, just more structured, more focused, and results in a quicker launch post-contract.
Resistance to Planning • Client Question: What do you recommend for a Go Live date and how should we
phase the scope areas? • Vendor Answer #1: “We can do whatever you want to do. It just comes down to
what’s consumable and what resources you have on the client side.”
• Client follow-up Question: But what are the options? What are the pros/cons of each?
• Vendor Answer #2: “We have a pre-packaged approach that is predictable. And we will obviously tailor to whatever your needs and requirements are.”
Note: Vendor has had our needs and requirements for nearly 6 months and seemingly have not read them. They also requested several integration details & diagrams integrations that were directly provided 6 months ago!
Resistance to Planning & Clarification • Client Question: What do you recommend for a Go Live date and how should we
phase the scope areas? • Vendor Answer #1: “We can do whatever you want to do. It just comes down to
what’s consumable and what resources you have on the client side.”
• Client follow-up Question: But what are the options? What are the pros/cons of each?
• Vendor Answer #2: “We have a pre-packaged approach that is predictable. And we will obviously tailor to whatever your needs and requirements are.”
Note: Vendor has had our needs and requirements for nearly 6 months and seemingly have not read them. They also requested several integration details & diagrams integrations that were directly provided 6 months ago!
Tip: Most Organizations Need Help To Improve
IT Change Adoption
Observations of Adopting “New”
• Simple on a Single Project: Applying new methods, tools, processes to a single project is not that hard
• Implementing across the Organization Apply the proven new method, tools, or processes across an organization to realize the full benefit is very difficult
Reference Points
• 100+ Hands-On with Owner Organizations: hyper-detailed measuring of adoption of new technology, processes, tools – tracked behaviors, reactions, speed, learning, etc.
• 600+ Detailed Change Case Studies: detailed data collection and interview process, statistical analysis
• +++ Complementary studies, hundreds of papers, books, pilot studies, etc.
Changing is Not Easy
Changing is Not Easy
• Greatest barrier to learning something new is what you think you already know
Iron Curtain of Knowledge
Change Effort is…
It is simply part of the puzzle.
Common Misperception: Value of ROI
Top 5 Resistance Behaviors 1. Reversion 2. Reluctant Compliance 3. Arguing 4. Lack of Transparency 5. Delaying
Resistance to Change
Innovators & Early Adopters
(make it happen)
N=104
Partial Adoption
• Project controls technology • Reorganize customer-facing operating
procedures • Integrate a major acquisition
• Roll out of formal project management execution process
• Customer Relation Management (CRM) Implementation
• Change in sales & marketing strategy
• Smart plant implementation
Change Initiative Benchmarking Database 600+ Change Events from 500+ Organizations
• Introducing BIM on projects • Implement Lean
• Enterprise Resource Planning • Reorganize customer-facing operating
procedures • Productivity management system
1. Effective Change Agents acting as implementation doers & champions
2. Realistic Speed & Timescale
3. Organizational Measurement & Benchmarks
5. The Org & the People can see clear personal benefit
6. Senior leadership committed to the change initiative
+ The Importance of Proving Hope
What Drives Successful Implementation of a Change Initiative?
CHANGE AGENT = • Role: provides hands-on support to help their peers learn and change, “eyes on” adoption and resistance
• Who are they: a peer to those changing, a doer, they care, a driver, a connector, a refiner, Simplar partner & day-to-day contact
• Personally affected by the change, a peer or peer-supervisor of those personally affected by the change
CHAMPION = • Role: supports the change in sustaining actions that may include verbal & actionable support, allocating
resources (time, people), providing structured and non-structure communication, rewarding high achievement in change
• can be obvious support as well as subtle support
• Who are they: management and/or leadership, an active supporter, they believe in the change, they are respected, knowledgeable, optimist, good communicators, have influence over resources oversight
• They may not be personally greatly affected by the change, and may not be highly involved in the details
#1 Change Agents & Champions
Correctly Using Change Agents
#4 Communicating/Training the Change
N=234
N=234
• Change is not a “light switch!!” – It’s a progression over time.
• Speed of adoption and learning is directly related to the magnitude of the change and the frequency of individual usage of the new tools/processes by the average end-user.
• Change adoption can vary greatly across individual units, which often form locally accepted practices and have different usage rates.
• Users typically require 5-7 iterations/uses of the new process/tool before they have truly “learned” and can consistently incorporate the changes into their daily work function and stop doing what they were doing before.
• Varies based on how “new” and “different” the process, tool, system is compared to the previous. • Uses must be on-the-job, real actions, real outcomes. • If there is significant time in between uses, users may need to re-learn or be coached further and require more iterations.
Other Foundational Truths
• A progression from: • The “start” state • To the end, the new “steady” state
• Adoption is more than “did someone take the training.”
• Major initiatives/process changes are not as simple as informing someone of the change – they need to be able to practice/use the new process/change.
• Training must be informed by a more holistic understanding of adoption.
• Adoption is a combination of the following: • Opportunities for learning • Opportunities for practicing • Overcoming potential barriers to learning and practicing/using • Acceptance/Use of the change with minimal adaptions/changes to the new process/system
Adoption Keys
The 8 Change Adoption Factors and Sub-factors 1. Change Agent
– C.A.’s responsiveness to share feedback – C.A.’s level of activity – User satisfaction with C.A. – provided support – Leadership satisfaction with C.A. – provided support
2. Leadership satisfaction – Leadership’s responsiveness to share feedback – Leadership’s satisfaction with the changes
3. Knowledge transfer and applicat – Abilities to execute independently – Abilities to incorporate the changes into their daily work function – Impressions and satisfaction with the initial in-person training – Results/performance results
4. Leadership support – Perception of Leadership’s support by users – Leadership’s level of activity done in support of the change
5. User satisfaction with the change – Satisfaction with the new tools/processes – Level of perceived personal benefit (key research indicator)
6. Adaption/resistance – User behaviors – Comparison to industry norms – Potential adaptions
7. Culture – Perceived scale/newness of the changes – Willingness to participate/engage – Gap in current practices vs. future/desired practices
8. Implementation team – Reach established (key research indicator) – Quality and clarity of the communications – Change Agent preparedness – Service – Feedback and Issue Resolution
1 Change Agent Performance
7 Culture
• Data that informs adoption will come from multiple sources for a single site to ensure representation.
• Includes individuals, system data, and data interpretation
• Qualitative and quantitative
User-Level Data
System(s) Data
Initiative Data
• Change team established + logistics + resources (in place)
• Simplar led three days of general change management training for different audiences (exec, various site level leaders, rising performers) + top exec closed discussion
• Execs top concern most often time/effort to learn (equals time not doing their current job)
Set Up Best Practices
Understanding Hours to Learn • Precise resource-hours will depend on the
content to be learned and will be aligned with the overall implementation plan (following is an approximation only).
0
10
20
30
40
Av er
ag e
Re so
ur ce
H ou
RESOURCE CONSUMPTION OVER TIME
(Note: The spike in resource hour is caused by time spent in workshop)
• How is this process/task currently performed?
• Are there any ‘high performers’ that are doing this process/task successfully? • What are they doing differently from everyone else (or the current process)? • How do they feel the current process can be improved?
• How often do users currently perform this task/use this system?
• Are users required to use this process/system or is it optional?
• What is ‘wrong’ or ‘inefficient’ etc. about the current process/task? • Quantify the impact of inefficiencies to the organization
Map the Current State: Important Questions to Ask
KEY: GATHER DATA FROM THOSE THAT
ACTUALLY USE THE CURRENT SYSTEM/PROCESS (NOT JUST CORPORATE STAKEHOLDERS)
Current State: Important Questions to Ask
INDIVIDUAL ADOPTION METRICS SITE-LEVEL
Tracking Change Across the Organization
• Identify leaders to assist with increased adoption • There should be executive visibility into real-time metrics of all sites and divisions • Can be broken down by the specific change/tool/process
Supervisor(s)
• Training is critical to the success of a process/system change.
• The typical ‘train-the-trainer’ session provided by software vendors is only effective after the new system is active/working and with historical data used as an example.
• Training is not a one-time event
• Training ≠ Adoption
• Correct Consistent Use = Adoption
• New to Org. don’t need to change, but do need to be trained
• High reliance on Tribal/Village & Tacit Knowledge Transfer perpetuates adaption & resistance
• Traditional training pulls from scholastic methods (that we all experienced as kids)
• Adult learning andragogy vs Youth learning pedagogy
Learning and Doing is Change: Correct Training/Adult Learning
includes Human Dimensions Mapping
Average Technology Adoption
Impact of Good Leadership on Technology Adoption
• Change management is hard – but it is a skill that can be learned
• Traditional approaches yield inconsistent results
• Keys to success • Change agents & champions are key • Transparency through measurement (adoption, adaption, etc.) • All training is not equal – Andragogy: Workshops & hands on are best + training platform • Leadership throughout the organization w/ consistent messaging
• Success means: Goal Met, Less Pain/Effort/Cost, Faster, Less Adaption, Less Resistance
Change Transformation Conclusion
Key Takeaways from Simplar’s Experience • IT is rarely simple or easy
• The users/clients often know “who the best is” before prepping the solicitation
• Functions are siloed (procurement, PMO, IT, etc.) and procurement is not valued
• Best to approach IT from a “cradle-to-grave” perspective as a change adoption event with team at start (User/Client, IT/PM, Procurement, consultants)
Simplar Resources
Website / Papers
• On-site / Hands-On Training • Project / Organizational Support of RFP & Project Delivery
Blog Webinar Series
COMMENTS / QUESTIONS
W a n t t h e S l i d e s ? N e e d m o r e i n f o ? S i m p l a r . c o m
C o n t a c t : J e f f @ s i m p l a r . c o m
K e n n e t h . S u l l i v a n @ a s u . e d u
Industry Problems?
IT Industry(Standish Group, Eveleens and Verhoef, 2010) (Standish Group 2015) (Powner, 2008)
IT Industry(Standish Group, Eveleens and Verhoef, 2010) (Powner, 2008)
IT Industry(Geneca, 2011)
IT Industry(Kappleman, McKeeman, Zhang, 2006) (Bloch, Blumberg, Laartz 2012)
Slide Number 15
IT Procurement Optimization
Slide Number 21
Slide Number 22
Proven Solution To Increase Odds of Success On ANY Project:Hire & Work w/ Experts (High Performing Individuals & Teams That Actually Know How To Create Value & Mitigate Risk)
This Is Not As Simple As It Sounds
There Is A Fundamental Problem With Our Traditional Approach To Procurement
What we have seen…
What we have seen…
What we have seen…
What we have seen…
Slide Number 30
Clients, or Buyers of IT, are in competition with each other for the same limited pool of skilled personnel
Key Question:What kind of Client does a Good Vendor want to send its Best People to work for?
Becoming a “Client-of-Choice”
You Can’t Just Trick Vendors Into Believing That You Are A “Good” Client!
Clients must be aware of the impact of Vendor perceptions
Put Yourself Into The Shoes Of The Proposer
What impacts would this have if you were a vendor?
Poor Vendor Perception Can Result In…
Slide Number 39
Slide Number 40
Vendors Have Options!!!
So how do we attract more high-quality vendors?
In other words… how do we become a “Client of Choice”?
Starts With Your Solicitation
Slide Number 47
Assessing RFP’s
Assessing RFP’s
Nothing will make you work harder, work longer, and stress more than working with the “wrong person”
Slide Number 51
Other Things
When in Doubt…Issue an RFN!!!
Request for Needs (RFN)
XPDExpertise-Based Project Delivery
Measured XPD Impacts on Procurement
SolutionExpertise-Based Project Delivery (XPD)
What is different…
What is different…
Awarding To Expertise
Competition Into Selection
Critical Formatting Requirements
Detailed Requirements Response
Traditional Presentation Process?
Key Personnel Interviews
Key Personnel Interviews
Whiteboard Exercise
Percent of Projects Where The Highest Ranked (Going into the Interviews) Was Not The Highest Ranked (After the Interviews)
Demos: Software Verification
Risk-Based Partnering Requirements
IT Change Adoption
Common Misperception: Value of ROI
Resistance to Change
Change Initiative Benchmarking Database600+ Change Events from 500+ Organizations
What Drives Successful Implementation of a Change Initiative?
#1 Change Agents & Champions
Correctly Using Change Agents moves a Leader fromGood to Great
#4 Communicating/Training the Change
Personnel Reactions to Change
Personnel Reactions to Change
Measuring Change:Adoption Data via Triangulation
Set Up Best Practices
Understanding Hours to Learn
Current State: Important Questions to Ask
Tracking Change Across the Organization
Reporting Structure
The “ACT” Approach
Average Technology Adoption
Change Transformation Conclusion
Simplar Resources
COMMENTS / QUESTIONS